Written Answers Nos. 196-221
196. Deputy Michael McGrath asked the Minister for Finance if banks (details supplied) allow their existing mortgage customers on a variable interest rate linked to their loan-to-value ratio or on a loan-to-value interest rate to move down to a lower loan-to-value band on the basis of an up-to-date valuation of their home and, therefore, benefit from the lower interest rate associated with that lower loan-to-value band. [39904/17]
View answerAs the Deputy will be aware, the Central Bank of Ireland introduced an Addendum to the Consumer Protection Code 2012 in February of this year. These new regulatory provisions are designed to better inform and protect rate mortgage holders in relation to changes in variable mortgage interest rates (excluding tracker interest rates). Under these provisions, lenders are now required to provide a Variable Rate Policy Statement to borrowers. This document details to borrowers how their variable interest rate has been set and what factors may result in changes to their variable interest rate.
In addition, when issuing an annual statement of account on the mortgage or when notifying the borrower of a change in their variable mortgage interest rate, a lender must now also provide the borrower with a summary of other available mortgage products that the lender offers that may provide savings for the borrower at that point in time, details of where the borrower can obtain further information on these mortgage products, and the lender is also required to provide a link to the Competition and Consumer Protection Commission's website relating to switching lenders or changing mortgage type.
However, within the regulatory and legal framework which governs residential mortgages and private contracts more generally, the setting and adjustment of variable and other mortgage interest rates will be a contractual and commercial matter for the parties to the mortgage contract. I have no role in relation to the detailed terms of mortgage contracts entered into by individual lenders. However, if a person is not happy with the way a regulated lender is dealing with their mortgage the person can invoke the complaints resolution framework of the Consumer Protection Code and which can include, if necessary, taking the case to the independent Financial Services Ombudsman.
197. Deputy John McGuinness asked the Minister for Finance if the rebate due to a person (details supplied) under the home renovation scheme will be paid in full; and the reason for the delay in this payment. [39905/17]
View answerAs regards the Home Renovation Incentive (HRI), relief is given by way of an income tax credit as distinct from a tax rebate. Relief, where it is arises, is applied evenly over not less than a two year period. Where a person’s income level is such that the person pays no tax in a given two year period, then the person will be unable to claim the relief in that period. However, for the purposes of this relief, where such a person pays income tax in the future then they may be entitled to claim relief at that point. Section 477B(3)(b) of the Taxes Consolidation Act 1997 provides as follows:
“(b) Insofar as any part of the specified amount cannot be used under paragraph (a) (in this paragraph referred to as 'excess relief') due to the insufficiency of income tax charged on the claimant in the two years of assessment following the year of assessment in which the payment or payments referred to in paragraph (a) were made, the income tax for the year of assessment following those two years of assessment and so on for each succeeding year of assessment shall be reduced by the excess relief until the full amount of the excess relief has been used, provided that the amount of the excess relief used in any year of assessment shall not be greater than the amount which reduces the income tax charged on the claimant in that year of assessment to nil.”
I am advised by Revenue that the income of the person concerned and her spouse was below the relevant exempt income threshold for the years 2015 and 2016 and, as a result, no income tax was paid in those years. Accordingly, thus far, there is no income that is not already exempt from tax against which to set any relief.
198. Deputy Michael McGrath asked the Minister for Finance the position regarding the par value of the remaining loans held by NAMA; the number of employees NAMA has; and if he will make a statement on the matter. [39907/17]
View answerI would firstly refer the Deputy to my response to Parliamentary Question 94 of 29 June 2017, where I highlighted page 46, in particular, of the 2016 NAMA Annual Report, which outlines that the outstanding principal balance of NAMA’s loans and receivables portfolio at end-2016 was €28.4 billion. The corresponding carrying value of loans (net of impairment) held by NAMA at end-2016 was €3.9 billion.
As part of NAMA’s impairment process, which takes place on a twice yearly basis, updated information on NAMA’s remaining loans will be provided in NAMA’s Section 55 Quarterly Report and Accounts (Quarter 2) 2017, which I expect to be published next month.
In relation to staffing numbers, NAMA advise me that the number of NTMA staff currently assigned to NAMA is 254, including two staff members who are currently on garden leave as part of the agreed retention and redundancy scheme.
199. Deputy Michael McGrath asked the Minister for Finance the redundancy scheme operated by NAMA; the number of staff that availed of the redundancy scheme; the overall cost to the agency; and if he will make a statement on the matter. [39908/17]
View answerI would refer the Deputy to Dáil Questions No. 64 of June 22, 2017 and No. 273 of May 2, 2017, which outline that the NAMA retention and redundancy scheme was established to help safeguard NAMA’s performance, aid the Agency in retaining its operational capabilities through the retention of key staff during the course of its disposal strategy, and allow NAMA to fulfil its objective of maximising value for the State.
Further information on the nature of the scheme was provided by the Department of Finance to the Public Accounts Committee in January 2016, which can be accessed here (see pages 3 -8):
www.oireachtas.ie/parliament/media/committees/pac/correspondence/2016meetings/meeting180-28012016/PAC-R-2078-Correspondence-3A.1---Follow-up-from-Derek-Moran-Dept-Fin-re-meeting-of-03.12.15.pdf.
The nature of the redundancy payments has previously been outlined to the Dáil, and is in keeping with established public sector norms; that is, two weeks statutory pay per year of service, capped at €600 per week, plus three additional weeks of base salary per year of service with an overall cap of two years base salary.
NAMA has advised that the retention portion of the scheme is being implemented in line with the stipulated parameters, agreed by the previous Minister for Finance and NAMA in March 2015, regarding the quantum of any payment under the scheme, the timing of any such payment and employee eligibility under the scheme. To be eligible for the retention scheme a NAMA employee must:
- have been identified by the NAMA Board as essential to achieving NAMA’s objectives;
- be on a specified purpose contract.
- An employee is not eligible if on a permanent contract; has a right of return to the NTMA or is employed by any successor entity of NAMA;
- have a minimum of two year’s employment with NAMA at the time of redundancy;
- have maintained a “fully satisfactory” rating or greater for the duration of their employment with NAMA;
and
- remain with NAMA as long as required (Note: an employee will not be paid if (s)he resigns prior to the pre-agreed termination date).
Since the redundancy & retention scheme was approved by the NAMA Board in 2015, I am advised by NAMA that a total of 91 members of staff have been approved for the scheme and have left the employ of NAMA. I am also advised that the 2018 Voluntary Redundancy scheme was advertised in July, and that process is currently ongoing. A breakdown of the costs of the scheme to date is provided in the following table.
|
Year |
Number of employees who exited |
Cost |
|
2016 |
50 |
€3.6 million |
|
2017 |
41 |
€3.9 million |
200. Deputy Michael McGrath asked the Minister for Finance the number and percentage of income earners and income tax cases that pay the different rates of income tax; the number and percentage of income earners and income tax cases that pay the different rates of USC, in tabular form; and if he will make a statement on the matter. [39913/17]
View answerI am advised by Revenue that a Pre-Budget 2018 Ready Reckoner is available on the Revenue Statistics webpage at www.revenue.ie/en/corporate/documents/statistics/ready-reckoner.pdf. The statistics contained in this Ready Reckoner are 2018 estimates from the Revenue tax forecasting model using latest actual data for the year 2015, adjusted as necessary for income, self-employment and employment trends in the interim. In relation to the Deputy's Questions, page 3 of the Ready Reckoner shows the information requested on income earners by Income Tax and USC rates in 2018.
Similar information up to 2015 (the most recent year for which tax returns are filed) is available on the Revenue website:
www.revenue.ie/en/corporate/information-about-revenue/statistics/income-distributions/income-earners-it-rate.aspx and
www.revenue.ie/en/corporate/information-about-revenue/statistics/income-distributions/income-earners-usc-rates.aspx.
201. Deputy Clare Daly asked the Minister for Public Expenditure and Reform if the Central Mental Hospital site is in the ownership of the Office of Public Works; and if so, the legal framework under which the HSE operates the Central Mental Hospital within a site owned by the Office of Public Works. [39273/17]
View answerThe Central Mental Hospital site is in the full ownership of the Commissioners of Public Works in Ireland (CPW). The Health Service Executive (HSE) are in possession of the site under a lease agreement with the CPW.
202. Deputy Clare Daly asked the Minister for Public Expenditure and Reform the plans for the Central Mental Hospital site after the transfer of the current facility to the Portrane campus. [39274/17]
View answerThe Central Mental Hospital is in the full ownership of the Commissioners of Public Works in Ireland (CPW). The Health Service Executive (HSE) are in possession of the site and I believe that they will move this facility to Portrane in the future.
Once the HSE vacate the site a decision will be made by the CPW on its future use having regard to the requirements of all other state bodies.
203. Deputy Louise O'Reilly asked the Minister for Public Expenditure and Reform the level of rent being paid for the Department of Health's new headquarters (details supplied). [39366/17]
View answerThe acquisition of Block 1 of Miesian Plaza is part of OPW’s strategy to acquire modern, energy efficient properties that allow for more efficient open plan working environments, the latter being a key part of the ongoing office rationalisation programme for the State’s office portfolio. The project is well advanced and will provide office accommodation for the headquarters of the Department of Health, Department of Children and Youth Affairs and accommodation for other Government departments. When completed, the building will provide accommodation for over 950 staff.
The apportioned rental cost for the office space allocated to the Department of Health within Miesian Plaza is €3,312,467 per annum.
204. Deputy Anne Rabbitte asked the Minister for Public Expenditure and Reform the reason an organisation (details supplied) is not on the list of organisations with which his Department allows a transfer of service despite a person giving financial recognition and increments for years of service. [39459/17]
View answer208. Deputy Anne Rabbitte asked the Minister for Public Expenditure and Reform if the years of service with an organisation can be recognised as years of service for pension purposes for a person (details supplied); and the reason the organisation is not a member of the public sector transfer network. [39460/17]
View answerI propose to take Questions Nos. 204 and 208 together.
The Public Sector Transfer Network allows employees to transfer service from one member organisation to another. The legislative provision for this is Section 4 of the Superannuation and Pensions Act 1963, which allows for the transfer of pensionable service in the case of staff transfers between the Civil Service and "approved organisations", and between one "approved organisation" and another. The Act provides that the Minister for Public Expenditure and Reform may, by Statutory Instrument, designate an organisation as an "approved organisation" for the purpose of that Section. Membership of the Transfer network is entirely voluntary and organisations may, if they wish, apply to join provided they have a pension scheme which would be considered compatible with Public Service pension arrangements and could comply with the rules of the Transfer Network. The organisation for which the individual in question works is not currently a member of the Public Service Transfer Network.
Where a person has preserved superannuation benefits with a non-member of the Transfer Network and that scheme is prepared to pay a Transfer Value to the person's current pension scheme, the individual may be credited with service equivalent to the converted service value of the amount received using the purchase of notional service tables. This is a transfer of benefits rather than service so year-for-year credit does not apply. If the organisation in question has a pension scheme and the individual concerned has preserved benefits in the scheme, or indeed in a scheme with any other former employer(s), they might wish to consider pursuing this option.
205. Deputy Dara Calleary asked the Minister for Public Expenditure and Reform when the river at a location (details supplied) will be cleaned. [39141/17]
View answerThe maintenance work on the channel in question will be completed by the end of 2017.
206. Deputy Joe Carey asked the Minister for Public Expenditure and Reform the status of a flood protection scheme (details supplied) in County Clare; and if he will make a statement on the matter. [39254/17]
View answerI am advised that in July 2017 the Commissioners of Public Works approved funding of €36,000 to Clare County Council (CCC) under the Office of Public Works Minor Flood Mitigation Works and Coastal Protection scheme for the engagement of engineering consultants to progress the detailed design of a project at Cloughaninchy Co Clare. CCC has indicated that the consultant has been appointed and an initial meeting has been held and a programme agreed for the project. It is expected that the detailed design work will be completed this year and CCC will then advance the project through the planning process. The Council will continue to work closely with the local community throughout the process.
207. Deputy Joe Carey asked the Minister for Public Expenditure and Reform the status of a flood protection scheme (details supplied) in County Clare; and if he will make a statement on the matter. [39270/17]
View answerAt the Office of Public Works' (OPW) request, the consultants on the Shannon CFRAM study carried out a review of the options for addressing the flooding problem in Clonlara. This review has identified an outline viable solution, which is now included in the draft Flood Risk Management Plan for this area.
Clare County Council (CCC) has requested approval to advance a detailed project-level assessment and design for this outline solution. The OPW has responded to the Council, agreeing to the detailed study being progressed by the Council and has agreed to fund the costs of the study. Should the detailed study find that the project is technically, economically and environmentally viable then the project will be considered for further advancement, with planning and construction to be undertaken by the Council.
The Council has informed the OPW that it is due to make a formal submission to the OPW shortly setting out its estimate of costs and requirements for funding related to the engagement of consultants to carry out the project-assessment and design.
If following this more detailed project-level assessment, the project is confirmed to be feasible, the Council is to revert to the OPW for approval to advance the works through planning and implementation, with funding from the OPW.
209. Deputy Fergus O'Dowd asked the Minister for Public Expenditure and Reform when the OPW will take back possession of the car park for the new Drogheda courthouse; if the OPW will expedite discussions with Louth County Council to ensure that the car park can be made open to the public on non-sitting court days (details supplied); and if he will make a statement on the matter. [39670/17]
View answerI am advised by the Commissioners of Public Works that the site in question is currently in the ownership of the Courts Service and that the legal transfer of the site to the Commissioners is at an advanced stage.
The Commissioners further advise that the future use of this site is under active consideration for alternative State use and that OPW officials have engaged in dialogue with the Local Authority with a view to determining the future use of the site.
210. Deputy Brendan Smith asked the Minister for Public Expenditure and Reform if premises (details supplied) could be leased to a local youth group; and if he will make a statement on the matter. [39894/17]
View answerAs part of the Programme for a Partnership Government, the Policing Authority was asked to oversee a review of closed Garda stations with a view to reopening some of these and the Policing Authority are currently carrying out the review. The outcome of the review, which has yet to be completed, may impact on any decision that the Commissioners of Public Works reach with regard to the future use of this property.
The policy of the Office of Public Works (OPW) with regard to non-operational (vacant) State property, including the former Garda station at Bawnboy, Co. Cavan is to:
1. Identify if the property is required/suitable for alternative State use by either Government Departments or the wider public sector.
2. If there is no other State use identified for a property, the OPW will then consider disposing of the property on the open market if and when conditions prevail, in order to generate revenue for the Exchequer.
3. If no State requirement is identified or if a decision is taken not to dispose of a particular property, the OPW may consider community involvement (subject to a detailed written submission, which would indicate that the community/voluntary group has the means to insure, maintain and manage the property and that there are no ongoing costs for the Exchequer).
I am advised by the Commissioners of Public Works that the future use of the property is currently being considered in line with OPW stated policy and, upon completion of this review, a decision will be made.
The Commissioners of Public Works continually engage with key Local Authority stakeholders and other State Bodies to ensure that property is not disposed of when it might be deemed suitable for alternative State use.
211. Deputy Michael Healy-Rae asked the Minister for Education and Skills his plans to increase student funding over the next four years to at least the average rate of other high income western European EU countries; and if he will make a statement on the matter. [39052/17]
View answerThere are significant differences between EU countries in terms of the level of public expenditure allocated to higher education and the types of direct and indirect supports given to students and private households.
The student support system adopted in each EU country generally involves a combination of either grants (needs based grants and/or merit based grants), loans, tax benefits and/or family allowances. For example, in Ireland we provide grant support to circa 45% of full-time undergraduate students. By comparison, there are no needs-based grants available to students in England. Instead support to cover the costs of attending college, is provided via student loans.
In 2017, my Department will invest almost €450m in access measures to assist students from under-represented groups to participate in and complete higher education.
The principal support is the student grant scheme, which makes available means-tested financial assistance to students in further and higher education. Under the terms of the scheme, grant assistance is awarded to students on full-time courses who meet the prescribed conditions of funding including those relating to nationality, residency, previous academic attainment and means. It is anticipated that the scheme will benefit circa 80,000 students in 2017/18. Other key supports include the Student Assistance Fund and the Fund for Students with Disabilities.
In Budget 2017, I secured additional funding of €36.5m for the higher education sector, as part of a €160m three year funding package. This includes €8.5m for access measures, including the reintroduction of postgraduate maintenance grants for the most disadvantaged students. This additional money will allow the sector keep pace with demographic increases and introduce targeted initiatives in areas such as disadvantage, skills, research and flexible learning. Among those who will benefit from the additional third level funding being made available are students from disadvantaged backgrounds, lone parents, and Travellers.
Proposals to develop a more sustainable funding model for the higher education system are contained in the Cassells report that is currently being considered by the Oireachtas Joint Committee on Education and Skills. I referred the Cassells report to the Joint Committee in order to build political consensus around the most appropriate future funding model for higher education.
In addition, my Department and the Department of Public Expenditure and Reform are currently considering a proposed Exchequer-Employer investment mechanism for higher education and further education and training. The proposal under consideration seeks to deliver up to an additional €200m per annum by 2020 through an increase in the National Training Fund levy.
212. Deputy Micheál Martin asked the Minister for Education and Skills the role his Department has in co-ordinating Departments' responses to the risks outlined in the national assessment report on risks, particularly in view of the fact that they apply to the risks outlined in the report in relation to human capital and skills needs and in view of the fact they are deemed to be issues of growing importance in the report; the areas the Government will address; and the way in which it will address same. [39103/17]
View answerThe National Risk Assessment process was initiated in 2013 when the Government announced it would publish annually a National Risk Assessment (NRA), as a process to identify the strategic risks that Ireland faces over the short, medium and long term. The Department of the Taoiseach co-ordinates the preparation of the NRA supported by a Steering Group of Government Departments and Agencies. The first report was published in 2014 and the fourth most recently on 29 August 2017. The National Risk Assessment process involves several stages, including collaboration with Government Departments and Agencies, and open public consultation. This exercise is not intended to replicate or displace the detailed risk management that is already conducted within government departments and agencies. Nor does it impact on the responsibilities of Government Ministers and Departments to consider and implement actions to mitigate risks arising in policy areas under their remit. Rather, it aims to provide a systematic overview of strategic risks facing the country and to assist in ensuring appropriate prevention and mitigation measures are introduced by the relevant Departments/Agencies as needed.
My Department launched the National Skills Strategy 2025 in January 2016. The Strategy identifies Ireland’s current skills profile, provides a strategic vision and specific objectives for Ireland’s future skills requirements, and sets out a road map for how the vision and objectives can be achieved across the education and training sector. With over 140 Actions, the Strategy sets out the Government's commitment to improving and using skills for sustainable economic growth and outlines how we can develop a well-skilled, adaptable workforce. Implementation of the Strategy is a cross-cutting issue, which requires the co-operation of many different stakeholders. In addition to the responsibilities of Government Departments and agencies, employers and individuals also have their own parts to play in the implementation of the strategy.
Included in the actions in the Strategy is the creation of a new National Skills Council. The Council, which was established in April 2017, will oversee research and advise on prioritisation and delivery of responses to identified skills needs. Skills information from the Expert Group on Future Skills Needs in DBEI (EGFSN), the Skills and Labour Market Research Unit in Solas (SLMRU) and the Regional Skills Fora will feed into the work of the Council.
213. Deputy Niamh Smyth asked the Minister for Education and Skills if he will review the school transport of a person (details supplied); and if he will make a statement on the matter. [39592/17]
View answerSchool transport is a significant operation managed by Bus Éireann on behalf of the Department.
During the 2016/17 school year almost 116,000 children, including some 12,000 children with special educational needs, were transported in over 4,000 vehicles on a daily basis to primary and post-primary schools throughout the country covering over 100 million kilometres annually.
Bus Éireann has advised that a service will be extended to accommodate the child in question this week.
214. Deputy Alan Kelly asked the Minister for Education and Skills the names of all persons who served as chairperson and ordinary members of FÁS from 2012 until its dissolution; the amount of remuneration, travel and subsistence paid to each person from 2012 until its dissolution; if persons who are public servants received remuneration in breach of the one person one salary rule; if he plans to recover such payments; and if he will make a statement on the matter. [39864/17]
View answerDetails of all persons who served as chairperson and ordinary members of the Board of FÁS during 2012 and 2013 including remuneration and travel and subsistence paid in respect of attendance at Board meetings are outlined in the tables. In relation to the one person one salary rule, this was implemented as soon as practicable having regard to individual Board members warrants of appointment already in place.
Fees and Expenses paid to Board members
In accordance with the requirements of Paragraph 12.1 (iv) of the Code of Practice for the Governance of State Bodies, fees and expenses paid to the Board in the year ended 31st December, 2012 were as follows:
|
2012 |
2012 |
2012 |
|
|
€ |
€ |
€ |
|
|
Fees |
Travel & Subsistence |
Total |
|
|
Michael Dempsey (Chairman) |
20,520 |
0 |
20,520 |
|
Paul O’Toole |
0 |
||
|
(Director General) |
0 |
0 |
|
|
Tony Dempsey |
11,970 |
0 |
11,970 |
|
Emer Gilvarry |
11,970 |
0 |
11,970 |
|
Martin Hogan |
11,970 |
78 |
12,048 |
|
Annette Hughes |
11,970 |
0 |
11,970 |
|
Paddy McDonagh |
0 |
0 |
0 |
|
Michael Moriarty |
11,970 |
223 |
12,193 |
|
Brendan Murphy |
11,970 |
1,121 |
13,091 |
|
Seán O Longáin |
11,970 |
11 |
11,981 |
|
Margaret Sweeney |
11,970 |
0 |
11,970 |
|
Total |
116,280 |
1,433 |
117,713 |
Fees and Expenses paid to Board members
In accordance with the requirements of Paragraph 12.1 (iv) of the Code of Practice for the Governance of State Bodies, fees and expenses paid to the Board in the period ended 26 October 2013 were as follows:
|
2013 |
2013 |
2013 |
|
|
€ |
€ |
€ |
|
|
Fees |
Travel & Subsistence |
Total |
|
|
Michael Dempsey (Chairperson) |
16,850 |
0 |
16,850 |
|
Paul O Toole (Director General) |
0 |
0 |
0 |
|
Tony Dempsey * |
676 |
0 |
676 |
|
Emer Gilvarry |
9,830 |
0 |
9,830 |
|
Martin Hogan * |
676 |
50 |
726 |
|
Annette Hughes |
9,830 |
0 |
9,830 |
|
Brendan Murphy |
0 |
309 |
309 |
|
Seán O Longáin |
9,830 |
288 |
10,118 |
|
Margaret Sweeney |
9,830 |
0 |
9,830 |
|
Paddy McDonagh |
0 |
0 |
0 |
|
Michael Moriarty |
9,830 |
0 |
9,830 |
|
John McKeon (appointed 30 January 2013) |
0 |
0 |
0 |
|
Total |
67,352 |
647 |
67,999 |
* Term of office concluded on 21 January 2013
215. Deputy Sean Fleming asked the Minister for Education and Skills the position regarding the €160 million paid by his Department to Bus Éireann in 2017 in view of the fact that no service level agreement is in place (details supplied); his plans to put in place a service level agreement; his further plans to ensure proper governance structures are put in place and value for this expenditure is achieved; and if he will make a statement on the matter. [39090/17]
View answerSchool transport is a significant operation managed by Bus Éireann on behalf of the Department.
During the 2016/17 school year almost 116,000 children, including some 12,000 children with special educational needs, were transported in over 4,000 vehicles on a daily basis to primary and post-primary schools throughout the country covering over 100 million kilometres annually.
The Summary of Accounting Arrangements relating to the Transport Scheme for Primary and Post-Primary School Children dated 1 January 1975 remains the current arrangement for payments to Bus Éireann.
My Department has financial oversight of the operation of the school transport scheme and is finalising a Service Level Agreement with Bus Éireann. This Service Level Agreement will build on existing processes in relation to the administration and operation of the Scheme.
216. Deputy Sean Fleming asked the Minister for Education and Skills further to Parliamentary Question No. 345 of 26 July 2017, if he will provide a copy of the most recent year end report to his Department in respect of funding provided to Enterprise Ireland outlining its activities and utilisation of this funding; and if he will make a statement on the matter. [39108/17]
View answerDuring 2016 Enterprise Ireland (EI) spent €7.8 million on training activities during 2016. The National Training Fund contribution to funding these activities was €3.5 million with the balance of support coming from exchequer funding from the Department of Business, Enterprise and Innovation. Enterprise Ireland provides management development and training supports for Irish enterprise.
The end of year reports received for the supported programmes are listed in the following table.
|
Outline - CMD Programmes 2016 |
Number attendees |
Target Audience |
Training Provided |
Programme outputs |
|
LEADERSHIP 4 GROWTH Leadership 4 Growth was designed for CEO's of Enterprise Ireland client companies to address key barriers to scale by developing and enhancing the leadership ambition and mind-set of CEO's to help them to create companies that achieve dominant market positions. |
28 |
CEO's and their senior teams |
This development programme blends together leading international institutions (IMD, Switzerland - 2015) and also implements one to one leadership coaching, cohort networks of CEO's with locally based Business Advisers and VC's and practitioners from international business. |
The CEO's and their senior teams work through assignments in relation to the challenges and opportunities facing their companies. The programme has achieved significant results over the past ten years and a new programme is being rolled out in the coming months |
|
INNOVATION 4 GROWTH Innovation 4 Growth is specifically designed to meet the needs of ambitious and entrepreneurial Irish companies seeking to unlock opportunities in the marketplace |
57 Phase I / 27 Phase II |
Management Teams |
This development programme fast-tracks companies through an end-to-end innovation learning and practice journey. The programme supports the delivery for each participating company of one or more innovation initiatives. |
Programme participants are assigned a business adviser coach for the duration of the programme who supports the development of each company's innovative initiative from development though to execution. |
|
MANAGEMENT 4 GROWTH /PLATFORM 4 GROWTH Platform 4 Growth is a management development programme specifically to challenge SME's to scale and to support client companies that are serious about growing their business |
330 Individuals/110 Companies |
SME's and client companies who want to expand their business |
This development programme offers a combination of e-learning and face to face delivery through networking events. |
A flexible way for SME's to undertake capability development that meets their specific requirements at a given time |
|
HPSU Founders Forum (formally known as ACCELERATE) The HPSU Founders Forum is designed for High Potential Start-Up companies. HPSU's) Accelerate was launched in October 2015 and continuing through 2016 helps companies to focus on the execution of their business plan |
81 |
High Potential Start-Up companies (from a pipeline of high growth companies - HPSU's) |
This programme helps companies that are post investment HPSU's to accelerate their start-up and growth phases. |
Accelerate helps companies reach sales as quickly as possible. |
|
SPRINT One to one coaching is provided along with training to help companies to become investor ready |
50 |
High Potential Start-Up companies (from a pipeline of high growth companies - HPSU's) |
Designed for pre-investment HPSUS and piloted in September 2015 this programme helps companies to focus on their product market fit. |
Training helps companies to become investor ready. |
|
International Selling Programme The International Selling Programme is Enterprise Ireland's flagship programme designed to equip Irish companies with necessary tools to reach their export sales and potential in global markets |
165 |
Internationally focused SME's. Applicants should typically spend a minimum of 30% of time in a sales role and must be at the level of MD or CEO or alternatively - Sales, Commercial or Marketing Director or other director level. |
Companies develop an international growth plan aligned to overall business strategy and growth targets. Participants are also assigned a Business Adviser helping to implement programme learnings and to have an immediate impact on the participants' sales ability. |
This practical programme delivers a real and immediate impact on the company’s ability to access new markets and grow export sales practitioner who works as a Business Adviser |
|
Excel at Export Selling (Short Programme < 100 hours) In parallel to the International Selling Programme and as a complementary offer, a series of workshops called Excel at Export Selling aims to rapidly embed into companies the proven tools of best international practice in selling. |
145 |
Client companies across all industry sectors who need to upskill for export growth. The Excel suite of one day workshops gives access to selling skills development in a practical and user friendly format. |
The Excel at Export Selling suite of programmes maintains a focus on the three fundamental building blocks of successful international selling: developing a compelling customer value proposition, following a systematic and repeatable sales process and executing a well defined route to market strategy. |
Each workshop is tailored to deal with the practical needs of the clients with various aspects of sales. Individual follow-up sessions with expert facilitators maximise the impact of the workshops and help companies implement learnings. |
|
Exploring Exporting (Short Programme < 100 hours) This is a series of workshops that focuses on helping first-time exporter companies to become export ready. |
57 companies and 82 attendees |
CEO/MD/Senior managers in client company SMEs that are looking to decide whether exporting is the right move for their business or not. Also includes LEO's |
Training modules include: conducting market research; defining of export value proposition; process of exporting |
Become export ready. Business mentors are available to work with the companies to identify any issues or barriers to becoming export ready. This builds confidence and capability for first time exporters as they enter new overseas markets. |
|
ACCESS SILICON VALLEY This programme consists of a three day Boot Camp followed by a ten day itinerary to the Silicon Valley |
35 |
CEOs / Founders / Management Teams from High Potential Start-up companies with a US focus and a live product or service / companies with an innovative product or services that wish to gain market entry to USA and are capable of creating at least 10 jobs and achieving €1M in sales within 3 - 5 years of start-up. |
Clients learn to develop their pitching and presentation skills during the Boot Camp. A ten day visit to the Silicon Valley is offered to successful client companies. During that visit there is one-to-one mentoring from industry relevant mentors. This programme takes place bi-annually. |
Clients develop market entry strategies relevant the "West Coast Marketplace" and learn about the differences involved in doing business in that region. |
|
Graduates for International Growth (G4IG) |
18 |
Companies that wish to recruit a graduate - the graduate is focused on making a lasting impact in overseas markets. |
G4IG supports ambitious internationally trading companies by matching the skills of a graduate and providing the company with a structured means of acquiring new skills in international business. |
Graduates with potential will be the next generation of business development executives and are matched with ambitious internationally trading companies. |
|
Enterprise Ireland Mentor Network was established to help companies identify and solve obstacles to growth |
468 |
Client companies across all industry sectors who require tailored advice, guidance and support to help them accelerate growth and build management capability. |
Mentors are senior executives drawn from the private sector with a proven track record in business. |
Mentors act as a confidential sounding board to advise the company on key operational and strategic issues. The network is regularly refreshed with CEO's and executives with high levels of achievement in marketing, strategy, organisation development and R&D. |
Lean Transform - Part of the Lean Business Offer
Programme Description and Outline of Activities
The Lean transform programme is the third of a three part response offered to Enterprise Ireland clients in an effort to support their competitiveness building activities. The Lean programme trains management and staff in client companies to improve their capability and capacity to improve their operations. The offer is targeted to address all areas of operations from design through production to delivery and logistics. Client projects have improved operational performance across the key areas of their business, across all the key sectors represented by Enterprise Ireland Clients.
The supported activities relate to the training of management and staff and conclude formal training activities, best practice study activities, network engagement with other like-minded companies who are challenging to improve their competitiveness. Training is delivered by trainers who are registered on the Enterprise Ireland Directory of Lean Service Providers. Trainers have to meet defined criteria before they are registered on the Directory.
The IDA and Udaras na Gaeltachta have adopted the Lean Programme to support their clients on their competitiveness improvement journeys. Twenty of the LEO offices have adopted a Lean Start offer for their clients.
Participant Numbers, Target Audience Training Provided
To date 899 projects have been supported under the full Lean Business offer with 118 projects supported under the transform level support. The programme targets both management and staff and is focused on developing their capabilities to use and understand Lean tools and principles. The fundamental of the training provided is to give people the core tools and techniques of Lean to help them identify and address issues within their own processes. A list of the key elements of training provided is presented in the appendix.
Programme Outputs
The programme has proven effective based on analysis carried out by Technopolis for the DJEI. Improvements of 20% in productivity and 11% in employment, counterfactually measured against those who had not participated in the Lean programme have been identified by Technopolis.
Udaras Na Gaeltachrta and IDA report similar results to those achieved by Enterprise Ireland clients.
Appendix
Indicative training provided under Lean Transform Programme
- Introduction to Lean for Management and Staff– White belt/Yellow Belt training
- Lean Leadership - Strategy and Deployment
- Process Mapping/Value Stream Mapping
- Five S- Organisation and Order
- Practical Problem Solving
- Check Sheets
- Run Charts
- Visualisation
- Teams and Team Building
- Green Belt Training (Possible Black Belt Training) for key people
- Focus on environmental sustainability, possible appointment of Green champion, ISO 14000, ISO 50001
- Qualitative and Quantitative benchmarking exercise post approval by IC to provide solid basis for impact assessment.
e-Marketing Improvement Assignments
Programme description and outline of activities
Under the Business Process Improvement Grant, client companies can apply for grant support to undertake an e-Marketing Improvement Assignment. This support is designed to assist senior managers in client companies to maximise the opportunities presented by the Internet as a business development channel.
Information on participant numbers, target audience, training provided etc.
The programme was launched in May 2012 replacing the eBusiness Management Initiative which ran from 2006 to 2012. The e-Marketing Assignment support is targeted at manufacturing and International Services companies (excluding HPSU’s) and is focused on helping export-focused clients across all Industry sectors to exploit the Internet as a route to market. To date a total of 240 companies have been approved funding support totalling €4.5m. In 2016 a total 44 clients companies were approved support to the value of €0.9m.
Through the use of one-to-one training and action-based learning, consultants/ trainers will work with clients to plan and implement significant strategic e-marketing projects.
Programme outputs
The e-Marketing Improvement assignment is specifically designed to develop and enhance Client Company’s capability to use the internet as an effective channel for export business development. A typical assignment would strive to achieve the following outcomes;
- Strategic review of existing online activities and development of your company's future online strategy.
- Understanding international best practice, effective tools and strategies in the area of e-Marketing.
- Embedding e-marketing practices and skills in your company by developing the capabilities of your staff.
Clients who apply for support must complete an eMaturity questionnaire both pre and post assignment. These questionnaires are used to benchmark knowledge and capabilities achieved.
217. Deputy Sean Fleming asked the Minister for Education and Skills further to Parliamentary Question No. 345 of 26 July 2017, the reason there are different arrangements in place with organisations that receive funding from his Department; the reason there is not a standard service level agreement in place to ensure a consistency of governance in relation to spending in view of the fact that there are various types of agreements in place by his Department with different organisations (details supplied); and if he will make a statement on the matter. [39109/17]
View answerDepartmental funding is disbursed in line with the overall principle that there should be transparency and accountability in the management of public money having regard to economy, efficiency and effectiveness and in compliance with the central guidelines, as set out in the Department of Public Expenditure and Reform's Circular number 13 of 2014.
The Department provides funding to a range of bodies, which differ in their relationships, roles and responsibilities to the Department, as well as their compliance obligations, reporting procedures and assurances arrangements, including some bodies whose primary oversight relationship is with other Government Departments.
Circular 13 of 2014 acknowledges that, given the diversity of bodies in receipt of public funding, a standardised service level agreement may not be appropriate in all cases and so provides that “content and the extent of the agreement [covering resources and outputs] is a matter for the Department having regard to the nature of the grant, and agreements will vary depending on the size and complexity of the Body’s operations.” In cases where there are multiple donors or where the donating Vote is not the supervisory authority, accounting may be “governed by global governance structures and other arrangements”, provided the Department is satisfied that there are appropriate monitoring and control arrangements in place.
More widely, the Department is undertaking significant efforts to further develop and implement robust and consistent governance arrangements across the education sector. The aim is to ensure that utilisation of public funds is achieved within a framework of high standards of performance, accountability, compliance and oversight.
A Management Board Committee on Sectoral Governance and Accountability, which is chaired by the Secretary General, was established in 2015. This committee provides overall guidance on the enhancement of governance arrangements across the education sector. It is supported by a Sectoral Governance unit which has been established in the Department which undertakes work to support the enhancement and standardisation of governance and accountability oversight across the Department. This has included rolling out of the first phase of a programme of governance compliance reviews involving the Department’s non-commercial bodies.
218. Deputy Sean Fleming asked the Minister for Education and Skills further to Parliamentary Question No. 345 of 26 July 2017, if he will provide a copy of the most recent year end report to his Department in respect of funding provided to the IDA outlining its activities and utilisation of this funding; and if he will make a statement on the matter. [39110/17]
View answer€3m was paid to the IDA from the National Training Fund in 2016. The 2016 report on activity is provided. It should be noted that the IDA Training Grants Programme is also supported through exchequer funding from the Department of Business, Enterprise and Innovation.
Training Grants to Industry – IDA Ireland
|
- |
2016 €000 |
2015 €000 |
2014 €000 |
2013 €000 |
2012 €000 |
|
Estimate Provision |
3,000 |
3,000 |
3,000 |
3,000 |
3,000 |
|
Out-turn |
3,000 |
3000 |
3,000 |
3,000 |
3,000 |
|
Surplus / Shortfall |
0 |
0 |
0 |
0.00 |
0.00 |
|
% Variation as a percentage of Allocation |
0% |
0% |
0% |
0% |
0% |
PURPOSE :
The Training Grant programme aims to facilitate a significant upgrade of the skills base of a company. Staff training is viewed as a mechanism to continuously improve a company’s long term competitiveness. Training supports are a key element of IDA's Transformation Agenda.
Main Objectives and Impacts of Companies availing of Training Grants:
In 2013 Forfás carried out an evaluation of IDA Training Grants and found that the main objectives of companies in availing of training grants are:
(i) to alleviate skills deficits;
(ii) to introduce new processes or new products; and
(iii) to raise value added.
Companies ranked the following as the main impacts of the grant:
(i) improved competitiveness;
(ii) increased productivity;
(iii) increased Irish status in the company globally; and
(iv) improved sustainability in Ireland.
In each year 2016, 2015 and 2014 IDA was allocated a grant of €3m from the National Training Fund. In each year training grants were paid over and above the NTF allocation of €3m and were funded from grant provided by DJEI to IDA.
|
NTF |
2016 |
2015 |
2014 |
|
Grants Paid |
€9.718m |
€8.807m |
€5.044m |
|
Companies Supported |
34 |
44 |
32 |
|
No. of Trainees |
9,627 |
8,600 |
7,400 |
219. Deputy Willie O'Dea asked the Minister for Education and Skills the amount of funding his Department allocates to Limerick and Clare Education and Training Board on an annual basis; and if he will make a statement on the matter. [39155/17]
View answerIn 2016, my Department provided funding totalling over €65 million to Limerick and Clare ETB.
This figure includes funding for the pay of certain ETB staff (including teachers), funding for the day-to-day running of schools, specific grants (e.g. book grant, transition year programme), targeted expenditure (e.g. DEIS funding), funding for student grants, funding for capital projects (which can vary from year to year depending on number of projects) and also ETB head office running costs.
The corresponding figure for 2017 is almost €69 million. This figure may be subject to change as the year evolves.
It should be noted that ETBs also receive funding from sources other than my Department, for example through self-financing programmes or from other Departments and agencies, most notably for further education and training which is funded by SOLAS.
The annual accounts for each ETB provide detailed information on funding from all sources and how it was used. These accounts, when finalised and audited by the Comptroller and Auditor General, are published on the Oireachtas website.
220. Deputy Catherine Connolly asked the Minister for Education and Skills the number and location of all vacant schools; and if he will make a statement on the matter. [39195/17]
View answerThe majority of school buildings are in private ownership.
Where a school relocates or closes, the future use of the old building is a matter for the property owner. In general where former schools are not required for educational use, such properties may be used for community or other purposes or may be sold. Therefore whereas the Department holds details of schools which have closed, it does not hold details of current usage.
221. Deputy Willie O'Dea asked the Minister for Education and Skills if the building unit within his Department will consider buying a permanent site in the city of Limerick as a matter of urgency to house Limerick education centre (details supplied); and if he will make a statement on the matter. [39205/17]
View answerLimerick Education Centre is situated in a building owned by Limerick and Clare ETB. My Department is aware of some concerns in relation to current accommodation arrangements at the Centre and my officials are working with the Centre's Management Committee to find an appropriate solution as soon as possible. No proposal has been received for the purchase of a new site.
The network of Education Centres consists of 21 full time and 9 part time centres. Their principal activity is to facilitate the local delivery of national programmes of teacher professional development on behalf of my Department. They also organise a varied local programme of activities for teachers, school management and parents in response to demand. Each Centre has a Management Committee which is elected annually to manage the business of the staff and the centre.
